The Long-Term Care Insurance Evaluation and Orientation Unit (CEO) is a public service that evaluates whether or not a person is dependent, and determines what service is required in terms of daily activities, domestic tasks, support and counselling measures, technical aids and housing adaptations. Throughout the years, CEO has recruited more than 30 people in order to efficiently respond to the constant increase in requests for long-term care insurance and also to continuously adapt themselves to the specific needs of citizens. In addition, the CAF action plan identified that CEO needs to draw up a mew organisational chart with a better overview of its functions and responsibilities.
Thus, CEO thus recognised and formalised the workflow based on key processes and identified the blind spots of the organisational charts. The main goals were to create an organisational chart that matched the CEO’s newly defined strategic objectives as well as to fortify its managerial structure. In fact, there was a need to create and formalise the intermediate responsibilities; various heads of service were appointed following a call for applications addressing the entire staff. The call for applications was launched without consideration of career conditions in order to enable people from all hierarchical levels to apply for the given roles. It is noteworthy that this strategy is absolutely new in the civil service of Luxembourg, where it is common for job responsibilities to be closely linked to career profiles, which is based on the person’s initial training, education and age of service.
It all started when a pilot group - assisted by a coach - decided to adopt a process-orientated approach and then formalised the mission of the head of the service along with various intermediary roles. For the first time, the employees were informed during the presentation of the CAF report of management’s objective to provide them with a means to enable an adaptation of the existing organisational chart. Then, information meetings were planned at every key stage of drawing up the organisational chart. Practically, all of our employees took an active role in this project, which is unquestionably a strong indicator of their acceptance of the project. A second important indicator for group adhesion upon the introduction of the new organisational chart was the number of applications for the various posts. The number of applications was due solely to the motivation shown by a large number of agents to assume responsibilities within the CEO’s service structure. Bringing transparency by defining clear responsibilities and emphasis of the assessment of long-term care insurance clients via the organisational chart was also a way to strengthen relations with the partners.
In fact one can say that this new organisation chart emphasised the dynamic processes in the service of CEO. This initiative has intensely mobilised the employees and provides an element of cohesion to the group.
|Award category:||leadership and change|
|Sector:||Public health and social welfare/affairs|
|Type of activity:|
|Keywords:||Change management, CAF|
|Short English description:||The CAF action plan identified that CEO needs to draw up a mew organisational chart with a better overview of its functions and responsibilities|
|Organisation:||Cellule d’Evaluation et d’Orientation de l’Assurance Dépendance|
|Level of government:||national level|
|Size of organisation:||25-50|
|Number of people involved:|
|EU membership:||EU member|